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    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 122, 2020 DOI: 10.1016/j.jbusres.2020.08.045

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How do digital innovation teams function?: Understanding the team cognition-team process nexus within the context of digital transformation

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<mark>Journal publication date</mark>1/01/2021
<mark>Journal</mark>Journal of Business Research
Volume122
Number of pages14
Pages (from-to)373-386
Publication StatusPublished
Early online date19/09/20
<mark>Original language</mark>English

Abstract

Digital innovations are revolutionizing the way businesses and industries operate. Yet, the functioning of teams dealing with digital innovations remains elusive. This study offers new theoretical and empirical insights about how innovation teams function within the context of digital transformation through a better understanding of the team process-cognition nexus. In this study, a qualitative, in-depth investigation is carried out with three innovation teams, embedded in three telecommunications organizations. The innovation teams that are studied deal with the development of solutions based on digital technological innovations. The findings illustrate that digital innovation teams depend on two cognitive states to function: team-specific cognitions required for digital innovation and digital project-specific cognitions. Each cognitive state is shaped and transformed by distinct interactions between team cognition, teamwork, and taskwork throughout the digital innovation process. This study depicts a dynamic model that illustrates the functioning of innovation teams across the different stages leading to digital innovation materialization. Opportunities for further research are offered.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 122, 2020 DOI: 10.1016/j.jbusres.2020.08.045